Special Issue "The Hospitality Industry in the 21st Century"

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Sustainability of Culture and Heritage".

Deadline for manuscript submissions: 20 December 2019.

Special Issue Editors

Dr. Alexandros Apostolakis
E-Mail Website
Guest Editor
Department of Business Administration, Technological Educational Institute (TEI) of Crete, 1 Athitaki Str., Estavromenos, Heraklion, 71004, Crete, Greece
Interests: tourism marketing and management; cultural heritage resources; modelling choice behaviour
Special Issues and Collections in MDPI journals
Prof. Dr. Shabbar Jaffry
E-Mail Website
Guest Editor
Economics and Finance Subject Group, Faculty of Business and Law University of Portsmouth, Richmond Building, Portland Street, PO1 3DE, Portsmouth, England
Interests: Price and market (commodities and financial) analysis; efficiency and productivity analysis; modelling stated preferences choice behaviour

Special Issue Information

Dear Colleagues,

It is our pleasure to extend this invitation to potentially interested researchers in the field of hospitality and tourism. In the recent past, the traditional hospitality sector worldwide has experienced a number of challenges affecting its operations. These challenges include inter alia, increased competition from other|alternative sources of hospitality services (namely airbnb), changing consumer preferences (for example increased consumer awareness for the environment and greener production processes, as well as a greater drive towards personalised and interconnected experiences (Gretzel et al. 2015, Neuhofer et al. 2015), a faster pace of technological innovation (and the resulting challenges it presents in reaching out to more diverse audiences and markets).

Although these challenges have been addressed comprehensively in the tourism literature, yet there are a number of factors that require further examination within a hospitality context. However, the recent  literature in the hospitality field is encompassing all these forces within the smart hotels concept. According to Gretzel et al. (2015) smart hotels are essentially the common place where all these abovementioned factors and developments have managed to find an outlet of manifestation. In addition to that, a considerable number of scholars (Gretzel 2011, Randhawa et al., 2017) emphasise the point that smart hotels are now providing the opportunity to visitors to engage and interact in a more dynamic way with the hotel micro environment (machines, man – made resources as well as humans) in order to improve satisfaction and add value. 

From a researcher’s and a practitioner’s perspective, the abovementioned strategic challenges emerge as fundamental situational problems for hospitality firms, that require solutions in order for hospitality firms to add value to their operations. Thus, it is essential for researchers and practitioners alike to identify and recommend practical ways and approaches through which the hospitality sector could respond to these challenges as we move further into the 21st century. In other words, researchers and practitioners would have to identify strategies and approaches that would allow hotels to adapt to the challenges posed ahead.

The current call for papers seeks for contributions (either theoretical or applied in nature) to examine, discuss and evaluate the challenges facing the hospitality sector. The current  Special Issue aims to provide a comprehensive guide for managers, practitioners, decision makers as well as academics working in the field, on how best to prepare for the future.

The Special Issue addresses (not exclusively) the following issues:

  • Smart hotels
  • Technological innovations
  • Visitor | Consumer Preferences
  • Interactivity in a hospitality setting
  • Competitive practices in hospitality
  • Environmental Sustainability

However, other proposals in relevant areas or issues within hospitality are also welcomed.

References

Neuhofer B., Buhalis D., Ladkin A. Smart Technologies for Personalised Experiences: A Case Study in the Hospitality Domain. Electronic Markets 2015, 25 (3), 243–254.                  

Gretzel U., Sigala M., Xiang Z., Koo C. Smart Tourism: Foundations and Developments. Electronic Markets 2015, 25 (3), 179–188.                                                      

Gretzel U. Intelligent Systems in Tourism. A Social Science Perspective. Annals of Tourism Research 2011,38 (3), 757–779.

Randhawa P., Kim M., Cichy R. Service Innovations: What the Managers Believe and What the Customers Say. Journal of Hospitality Marketing and Management 2017, 26 (2), 186–206.

Dr. Alexandros Apostolakis
Prof. Dr. Shabbar Jaffry
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1700 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Published Papers (2 papers)

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Research

Open AccessArticle
The Efficiency of Cooperation between the Participants in the Supply Chain in the Tourism-Related Branch of Industry in Relation to Client Satisfaction
Sustainability 2019, 11(17), 4716; https://doi.org/10.3390/su11174716 - 29 Aug 2019
Abstract
Managing a tourism supply chain is predominantly focused on managing a tourism-specific product that can be perceived as all kinds of goods and services utilized by tourists during their trips. The predominant goal of this article is to empirically identify the level of [...] Read more.
Managing a tourism supply chain is predominantly focused on managing a tourism-specific product that can be perceived as all kinds of goods and services utilized by tourists during their trips. The predominant goal of this article is to empirically identify the level of engagement of entities operating in the tourism-oriented branch of industry concerning the satisfaction of end-customers with the offered tourism-related services and products. Within the scope of this study, the statistical relevance of elements of active cooperation within a tourism-specific supply chain was analyzed. Empirical examinations covered the assessment of the cooperation within the framework of the tourism-oriented supply chain and its impact on consumer satisfaction. A research questionnaire was utilized to meet examination-specific goals. Theoretical considerations and the analysis of branches of industry in relation to the available statistical data showed that tourist-oriented supply chain covers various entities, the engagement of which may have a factual impact on the efficiency of managing the entire chain, as well as on the overall client satisfaction, improving tourism sustainability. The obtained results clearly showed that the examined entities considered the analyzed cooperation aspects to be very important with regard to the supply chain management. Said aspects included the total length of cooperation within the framework of a particular supply chain, which, according to the examined entities, directly translated into the quality of cooperation—to either significant or very significant extent, as well as making it much easier to solve certain problems that were strictly connected with the provision of tourism-oriented services. Yet another aspect of cooperation that was touched upon was the transfer of the so-called know-how between the entities engaged in a given supply chain. As proven by the examination, 70% of the surveyed entities claimed that it was of significant or very significant importance. The last analyzed aspect of cooperation were relations between the supply chain-specific partners and their impact on the satisfaction of end customers. According to over half of the sample (61.54%), decent relations between supply chain participants affected the satisfaction of end customers to a notable extent. Full article
(This article belongs to the Special Issue The Hospitality Industry in the 21st Century)
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Open AccessArticle
Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership
Sustainability 2019, 11(16), 4410; https://doi.org/10.3390/su11164410 - 15 Aug 2019
Abstract
The purpose of this study is to determine the influence of organizations on millennial (born 1981–2000) employee well-being and task performance in the hospitality industry. Millennial employees are becoming the main workforce in hotels and their well-being is drawing greater attention in research [...] Read more.
The purpose of this study is to determine the influence of organizations on millennial (born 1981–2000) employee well-being and task performance in the hospitality industry. Millennial employees are becoming the main workforce in hotels and their well-being is drawing greater attention in research and practice. Prior studies suggest that human resource management (HRM) bridges the organization and employees and has a significant influence on employee well-being in the hospitality industry. Additionally, the supervisor’s responsible leadership is a key factor influencing employees in a changing workforce. However, how do HRM and responsible leadership contribute to millennial employee well-being? Can employee well-being make a difference in the hospitality industry? Those questions remain unanswered. To address the two questions, this research aims to examine the interaction effects of HRM and responsible leadership on millennial employee well-being and the mediating effect of well-being between the HRM and responsible leadership on employee performance. The research hypotheses were tested with multiple linear regression analysis based on a survey of 243 millennial employees in the Chinese hospitality industry. The results indicated that HRM and responsible leadership have positive impacts on millennial employee well-being, which could improve task performance in the hospitality sector. In addition, responsible leadership strengthens the positive effect of HRM on employee well-being and task performance. In addition, the interaction effects of HRM and responsible leadership on performance are mediated by employee well-being. It is of practical value for hotels to know that millennial employee well-being can be fostered through improving HRM and responsible leadership. Full article
(This article belongs to the Special Issue The Hospitality Industry in the 21st Century)
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